Library management incl. economics

Introduction

Since October 2010, an intensive investment in education about Quality and CAF model was carried out, by quality experts, for the administrative staff of the Lisbon Faculty of Medicine. This was a favourable environment, with a deeply involvement of four Library staff members, that made possible a specific quality project for our library and its start up in September 2011.

CAF: Common Assessment Framework is a Self-Assessment Tool, inspired by the EFQM model, built by European Institute of Public Administration (EIPA) for helping Public Administrations of Europe to improve themselves through self-assessment.It is a free of charge model.

Objectives

The goal of this poster is to share the experience of the CAF model application in self-assessment of the Lisbon Faculty of Medicine Library.

Methods

This model resumes Deming’s concepts of Continuous Quality Improvement through the continuous “Plan-Do-Check-Act” PDCA cycle, which process is exactly that of continuous quality improvement .

The self-evaluation is a comprehensive, systematic and standard revision of the activities and the results of an organisation. This process allows the organisation to discern which are its strong points and which areas could be bettered, and culminates in planned amelioration actions that are constantly monitored during the process of change.

Both in the CAF model and in the EFQM model, there are nine criteria: five of these are called enablers: Leadership, Strategy and planning, Human resources management, Partnerships and resources, Process and change management; the other four the results: People results, Customers/citizen-oriented results, Society results and Performances.
The Results Criteria indicates what the Library has been able to attain throug the Enablers Criteria

Conclusion

The self-assessment process by using the CAF model in our Library, allowed us to identify which are the strong points of our library and, instead, which areas could be bettered.

After the self-diagnostic phase, the first step is planning amelioration actions that will be constantly monitored and so on... This means being involved in a process of change.

Introduction

Our library, as many others, have decided to improve its services by means of total quality management (TQM) which is appropriate for libraries with its focus on users, its clear-cut goals and objectives in the achievement of which every librarian is involved, who work in a protective and supportive organisational culture. With its strategy serving as a lighthouse, the library must become a learning organisation. However, we had felt that the element of continuous improvement in a systematic and well-documented manner was missing, and there were recurring problems at some parts of the workflow. Meanwhile the Faculty of Veterinary Science applied for ISO 9001 certification including our library as one of its special services. This also underlined the need for better documentation.

Objectives

The description and mapping of processes, the identification of those which pose problems, the analysis of mistakes and the detection of causes, as well as the elaboration of regulatory steps were necessary.

Methods

Both quality management and more particularly the qualitative and quantitative analysis and the management of processes require much effort from librarians. Small or medium size libraries have to find economical ways of process improvement. The description and making of the “inventory” of processes is unavoidable, and visualisation may also help. We can make flowcharts, graphs, maps, diagrams or fill in forms recording each process in the necessary detail. However, it may be a problem how to separate different processes. By deducing them from their output (product or service), we obtained measurable outputs, enhanced the identification of customers (partners), and integrated the aspect of quality into our thinking. (Figure 1).

It is also worth remembering that libraries have different outputs with very different levels of variability and quantities. There are mass processes with little variability which can be controlled well such as cataloguing. There are constant processes with little variability and rigidity towards tailoring like copying. Lending and referral services may be looked upon as mass services with a bit more variability and individualisation. There are only few services such as reference services and user education which may be considered as true professional services with a high level of variability, much tailoring, and prolonged participation of the user. We must be aware that while mass and constant processes and to a great extent mass services may be controlled and regulated on a high level, the quality of professional services depend very much on the competencies of the participants: information specialists and users.

Once the principles of the approach were clarified, the following steps were made to achieve the final goal: improvement of processes.

It had to be defined which processes should be dealt with. In order to establish priorities, the strategic importance of the process and the amount of value added during the process had to be considered. Having surveyed all the processes in the library, all members of the staff listed the problems which hindered the operation of the library, and complaints recorded in the previous year were also analysed. These two approaches provided us with a handful of dysfunctions which could be grouped and matched against the inventory of processes. In some cases it was necessary to make further analyses (e.g. fishbone analysis, flowcharting) to get to the heart of the problem. A decision table was compiled including the steps found necessary for the correction of processes. (Table 1).

All the processes could be put into one of these categories. Still some managerial responsibilities involving all the processes were identified:

1. The templates for process management should be elaborated.
2. Process managers should be appointed.
3. The responsibilities and authority of participants should be made clear.
4. Decisions should be made regarding the system of the review, control, and assessment of processes including indicators and methods.
5. Decisions should be made about the necessary level of regulation and the priorities.

Results

We were able to enumerate problems, weigh their significance from the point of view of the ultimate performance and strategic goals of the library, and define what the necessary actions were. Finally, we have selected the proper method for improving each problematic process or operation.

In a small library oral communication is prevalent, thus in several cases (such as maintenance of the order in the reading room, division of tasks related to website building, refining principles for collection development, involvement of readers’ service in indexing) proper documentation was enough to clarify duties, authority, or “to fine tune” principles.

There were recurring problems in the administration of lending which is performed by 5-6 librarians in 3-4 ways. A minor benchmarking of the approaches revealed that the fewer steps are made, the fewer mistakes are likely to occur. A kind of optimal process (‘best practice’) was elaborated which is difficult to introduce in the place of routines. (However, the multitasking going on at the reference desk is the main reason to the problem which can only be helped by self-discipline – not a very reliable tool in process management.)

The third method was the introduction of indicators to control processes which are regularly checked, and adjustments are made if necessary. Good indicators show trends and quality traits which are significant from the users’ point of view and do not overburden librarians with data gathering. The indicators selected are the following: speed of interlibrary loan, medium time of book processing, adequacy of processing from the user’s aspect, accuracy of lending administration, rate of reference questions answered satisfactorily, effectiveness of teaching, efficiency of the copy service, relative efficiency of lending.

Professional services with high variability are really difficult to control. For the improvement of reference work a checklist was compiled enumerating the most important steps and possible sources to be used in answering queries.

The reengineering of processes was necessary for the enhancement of internal communication, and partially for the systematic involvement of readers’ service librarians in collection development and processing.

Finally, all major ventures required proper planning along the principles of project management in order to ensure foreseeable workload for everybody and success of the ventures.

Discussion

We went through all these steps in one year. However, after this “all inclusive” self-assessment, we will only focus on the critical points of our operation in the years to come. Recently the library elaborated its process documentation meeting the requirement of the ISO 9001 standards to the satisfaction of auditors who appreciated our efforts for improving processess to ensure better services.

Introduction

The Belgian Health Care Knowledge Centre (KCE) is a federal institution operating since 2003. Its mission is to produce studies and reports to advise policy-makers when deciding on health care or health insurance. KCE disseminates those reports through its website, the catalogue of the library (also acting as institutional repository) ; and also on other external information systems such as the CRD HTA Database.

The multiplicity of these information systems requires a multiple encoding of the same metadata. A procedure using a Reference Management Software (EndNote) as the initial encoding place for meta data was introduced in 2004; specific styles allowed to present the information in the correct order and format for each targeted information system (web site , legal deposit, HTA database ...). This process makes it easier the "copy and paste" in the target information systems and can thus reduce both the workload and the risk of error. However, the EndNote library has no other utility for the publications dissemination. In 2011, a new version of the Integrated Library management System (ILS) in use at KCE, was installed ; and the Content Management System (CMS) powering the Website has also been renewed: this offers new opportunities to simplify the KCE’s reports description flow.

Objectives

To simplify the encoding KCE reports process 1) by taking into account the possibilities offered by the new Content Management System that runs our public web site; and 2) by replacing EndNote by the ILS taking advantage of the new functionality “personalised reports", and the enhanced selective dissemination of information.

Methods

New tools where developed based on the functionalities of the ILS PMB introduced with version 3.4.8, and the CMS Drupal 6 that now runs KCE’s website.

1. Different “personalised reports” were created in PMB; they can be compared to EndNote’s output styles and allow to produce custom export of bibliographic information. The exported meta data are: Title, Author, Publisher, Series, Volume, Number, Type, Year, Address, ISBN, URL.
2. Selective dissemination of information functionality of PMB is used to transmit the information in the right format to the appropriate person. At this point, a first personalised SDI has been developed using BIBTEX format, it is sent to a web editor for publication on the KCE public web site ; a second personalised SDI has been developed for the CRD HTA database: the email is sent to the knowledge manager, information is formatted using the recommendations provided by CRD.
3. The bibliography module for Drupal was implemented on our Public Web site, it is used to describe the publications of KCE . This module allows to automatically create a bibliographical reference (KCE report description) by copy / pasting a reference in BIBTEX format.

A new procedure was designed for the publication of KCE reports:

1. Initial encoding of meta data describing KCE reports will occur at the ILS
2. Sending of an email in a BIBTEX style to the web editor using SDI
3. The web editor creates the bibliographical description by copy pasting the BIBTEX information on the CMS

Results

After 6 months, EndNote is not used anymore as initial encoding place for meta data.

However, the new procedure  could not be implemented as initially thought:  The publishing of KCE reports being a “just in time” process, final documents are often delivered very close to the publication time.

When documents are delivered out of the initial planning, time is too short to make use of the new procedure as planned: description of reports is then created directly in the bibliographical module of the CMS, record of the ILS is created manually by copy-pasting the information published on the website.

When documents are delivered following the initial planning, encoding of the documents description occurs at the ILS. Description of reports is created automatically on the Website thanks to the BIBTEX import function of the bibliography module.

Once encoded in the ILS, the description of KCE reports is forwarded to the Belgian electronic legal deposit and the CRD HTA Database using the dedicated “personalised reports”.

Discussion

The use of a central tool to export or to present meta data of reports, produced by an institution in a way that facilitates copy-pasting, allows to save time and reduces the risk of error: this is very valuable in a small structure (one person library).

Using ILS for this purpose is technically possible and proved to be efficient: the initially planned new procedure allowed to effectively replace Endnote by the ILS and to optimize the process of describing KCE reports. The creation of a record on the public site by copy/ paste from BIBTEX generated by the ILS will thus be extended to other documents types (conference posters, ...).

However, due to time pressure, this initially planned process had to be adapted in some case by inversing the data flow for KCE reports. This approach could also be optimised by using the OAI-PMH module related to the bibliography module of Drupal CMS and the ability of PMB ILS to import records from a distant institutional repository: most meta data could be created automatically during this import process, without needing copy paste of information, saving time and reducing risk of error.

Optimising the reports description flow using the ILS helps to reduce effort and risks of encoding errors, but also strengthens the role of the information specialist as an expert in the management of meta data and an important player in the diffusion process of the institution’s production.

Introduction

It’s a fact that the library profession, like all fields, is affected by the current global economic difficulties, with budget cuts impacting materials and resource acquisition and recruitment.
This situation began two years ago, and in this time we have introduced a number of measures to maintain or even increase our competiveness despite less money being available for resources and staffing.

Objective

Our objective is to implement some measures in order to face a situation in which our service is under pressure from the management to reduce costs, while our users expect us to maintain the same level of quality in the information services delivered.

Methods

First, we describe the setting of our library to place our work in context. Our work takes place in an environment that is highly specialized both thematically (biomedicine) and in terms of its user base (researchers in basic and translational research). Our institution is a foundation, which implies that it is mainly maintained with public finances. As is the case with other public institutions in Spain, we currently face severe cuts and budgetary pressures. The status of the center as a foundation means also that it is privately managed, which entails a risk of staffing changes, contrasting with other public institutions, where most staff are government employees with full job security.
Then we describe the measures that include from collaboration with colleagues in other centers and exchange or donation of journals and agreements with other libraries, to the use of ICT and the development of our own software. Each measure is explained in relation to the various services provided by our library.

Results

The measures introduced over the last two years have shown that it is possible to provide a quality service and even to reduce costs, so long as we have qualified library staff trained in the management of free resources and able to compare and evaluate existing resources on the market and to establish partnerships and agreements through professional networks.
Furthermore, by taking advantage of our staff’s skills and experience, we have increased the provision of services in specialized health science documentation and expanded services to the institution management – for example by conducting bibliometric studies for project submissions, preparing reports or doing collaborative work in technology watch together with the center’s Technology Transfer Office.

Conclusions

We believe that the current economic crisis can be even used to advantage by biomedical library professionals to demonstrate capabilities and to our increase visibility and recognition. Finally, that collaboration between librarians and libraries was one the most important elements enabling us to improve our results, our next challenge is to extend our collaborations with other European colleagues and libraries.

Introduction

The Andalusian Public Health System Virtual Library (Biblioteca Virtual del Sistema Sanitario Público de Andalucía, BV-SSPA) was created in June 2006, after being determined by the II Quality Plan in the key process Guarantee the Knowledge Exchange into the Health System which was established by the Strategy IV, Knowledge Management, 2005-2008.

It is a government strategy with its own budget and management with the aim of rationalizing the subscriptions into the Andalusian Health System and democratizing the health professional access to qualify scientific information, regardless of the professional workplace.

Andalusia is a wide region with more than 8 million inhabitants, more than 100,000 health professionals for 41 hospitals, 1,500 primary healthcare centres, and 28 centres for non-medical attention purposes, and the Virtual Library was created to cover all these Health Services. Before the set up of the BV-SSPA, every centre had its own budget and management decisions concerning scientific resources, with the creation of the BV-SSPA both management and budget were centralized. 

Objectives

With this work we pretend to analyze if the results after these six years have reached the expectations from an economic point of view and determine if we can really offer a benefit to the Andalusian Health Professionals and Society in general.  We will demonstrate the following:

• The BV-SSPA has supposed a cost reduction.
• It has resulted in Economics of Scale, as we have every year more resources and services investing a minor proportional amount of money.
• In terms of Efficiency it has implemented more services than the System had before its creation, with a lower budget.

Methods

The BV-SSPA was appointed the only intermediary for contracting electronic resources destined to the Andalusian Health System. This had some consequences which have to be analyzed:

• Hospitals are not allowed to subscribe any resources.
• Services are offered for the whole System.
• A remote access system has been created.
• Tools to give more visibility to the Public Health System have been developed.
• Negotiations techniques have changed as the BV-SSPA is stronger than individual hospitals.

Results

• The amount of 2,431 electronic journals, 8 data bases and other scientific information resources at the disposal of the Andalusian Health System Professionals and available worldwide requiring only an internet connection. Before the BV-SSPA, 5,267 titles were subscribed by hospital and 2,967 of them were subscribed repeatedly (by two or more hospitals), this represented more than 55%. The rationalization of the subscription investment has been reached.
•  The establishment of several important scientific services for the whole territory of Andalusia, not only for big hospitals.
• The use of appropriate tools through Web 2.0 and Social Media to be acknowledged by most National Health Professionals.

Conclusions

It has been demonstrated that the BV-SSPA has become the Central Unit for purchasing, offering librarian services and a reference for users in terms of knowledge management, but from the point of view of business it has also obtained the following results:

• Cost-Effectiveness: Its budget for subscriptions is lower than the hospitals’ former one by a 30% and now more electronic resources are available.

• Economics of Scale: Near 95,000 health professionals can access the Virtual Library in 2012. Before its creation professionals from small hospital and Primary Care centres were not able to access to scientific information subscribed by big hospitals.

• Efficiency: Besides the central electronic purchasing, other services were created for the System, without increasing the expenses:

• Remote access to all the library resources independent of the user’s location. The BV-SSPA usage increased by a 147% in 2008, when it was installed.

• The Document Supply Service implemented in 2009.

• The Institutional Repository which contains the whole intellectual, scientific output generated by the Andalusian Public Health Professionals as a result of their healthcare, research or managing activity.

• The development of an application to study the Andalusian Health System Scientific Output.

• The visibility of the Andalusian Health System reached thanks to the BV-SSPA, through the numerous events in which it participates and organizes such as the 2^nd. European National Digital Libraries of Health Conferences and the National Conference of Health Science Information and Documentation held in Cadiz in 2010; and its profile in social media where it can be contacted by citizens and health professionals all over the world.

• Negotiation with electronic resource suppliers is much more advantageous as the BV-SSPA is stronger to deal with them thanks to its consolidated budget, its managing independence and its visibility.

The economic crisis Spain is presently facing obliged the BV-SSPA to take advantage of its experience in electronic resource business which has been acquired through all these years, and its capacity to adapt to new circumstances. As a result, the BV-SSPA has demonstrated that it is powerful enough to deal with suppliers and obtain the best results for its investment.

Once again it has transformed the risk that the financial economic situation supposes into an opportunity to show that a Virtual Library can not only be efficient but sustainable too. As many other projects, and Organizations into the Spanish Government the BV-SSPA budget has been cut down for the year 2012 and it has been necessary to look for a solution which allows us to give the best service to our users.

What BV-SSPA has planned is to reduce its collection to most cost-effective journals. A statistic analysis of this collection was made during 2011, obtaining downloads of every journal. As it is explained before, dealing with electronic resources’ supplier has become easier and easier for the Library through the years of functioning, and consequently the following achievements have been reached in general:

• Journals with less than 100 downloads have been removed from our collection.
• Accordingly, our electronic resources’ cost has been reduced in 10%.
• This reduction allows us to face the economic difficulties without decreasing the quality service offered to our users and this is the feedback we are obtaining.